A Presentation on the Organizational Effectiveness and Efficiency Study

A Presentation on the Organizational Effectiveness and

Efficiency Studyof the Richland Two School District

April 14, 2011

Presented by:

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Presentation OutlinePresentation Outline

Key Work TasksKey Work Tasks

Richland Two Commendations Richland Two Commendations and Recommendations by and Recommendations by Operational AreaOperational Area

Potential Fiscal ImpactPotential Fiscal Impact

Questions and AnswersQuestions and Answers

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Key Work TasksKey Work Tasks

Diagnostic Review Week of February 1, 2011

Surveys Administrators and teachers

On-Site Review Work Week of February 21, 2011 Completed interviews with district personnel, school

board members, and community leaders Observed Richland Two operations Visited 14 schools

Peer School District Comparisons

Lots of Follow-Up and Analysis!

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District Organization and ManagementDistrict Organization and Management

Commendations

Maintaining a model school board, receiving high ratings from central office and school administrators regarding its important governance and leadership roles.

Its paperless school board agenda and meeting operation.

Its comprehensive policy manual and making the manual online.

The multiple avenues of positive communication with its internal and external stakeholders.

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Major Recommendations

Reorganize the central office of Richland Two.

Significantly reduce staffing at the school administrator and clerical levels.

Evaluate principals and central office administrators annually.

Reorganize the Planning Office and rename it as the Planning and Accountability Office.

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Major Recommendations (Cont’d)

Expedite plans to develop a Strategic Plan for Richland Two.

Hold legal firms accountable.

Merge public information and community relations under a Director of Public Information and Community Relations.

Restructure the Richland Two Education Foundation.

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Educational Services DeliveryEducational Services Delivery

Commendations

Encouraging its administrators to be active in professional organizations.

Consistent high percentages of students meeting or exceeding standards across all grades in Math and English/Language Arts.

Integrating technology into district meetings and communications.

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Commendations (Cont’d)

The depth and breadth of learning experiences for its elementary gifted and talented students.

A strong program of induction for new teachers into the district.

For recognizing and supporting the merits of teachers becoming accomplished to equip students with 21st Century skills through National Board Certification.

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Revise the organizational structure for the curricular and instructional offices of Richland Two.

Systematize the use of student data for decisions regarding program and instructional effectiveness, staffing, and professional development.

Make evaluation a core underpinning district actions to determine the effectiveness of programs.

Reduce Richland Two school staffing positions to levels closer to those recommended by AdvancED and/or in line with peer district staffing and centralize some school-based functions.


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Identify and replicate successful processes, procedures, and practices where standards-driven curriculum is operationalized and student performance is improving.

Expand magnet applications and alternative education assignment processes to collect data on transportation barriers to student access to programs.

Maintain staffing levels for psychologists and nurses, and move toward recommended staffing levels for school social workers.

Establish uniform transition procedures among schools to ensure that special education and alternative student needs are clearly communicated.


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Financial ManagementFinancial Management

Commendations

Achieving Certificates of Excellence for its Comprehensive Annual Financial Reports indicating that the district is adhering to the highest standards in government accounting and financial reporting.

Maintaining an unrestricted general fund balance of between 7 to 12 percent of the annual operating budget that has resulted in strong bond ratings.

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Its safety training and awareness programs, which have significantly reduced the number of Workers’ Compensation claims throughout the district.

The universal free breakfast program at the district’s four high-poverty schools which is cost-effectively providing a nutritious breakfast to all students on those campuses.

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Reorganize the Business Services Division to focus and align functions and create a succession plan for key finance positions, particularly those where the incumbent is eligible for retirement within the next five years.

Adopt the GFOA Budgeting Standards for budget preparation, including the adoption of a formal budget calendar, and apply for the GFOA Distinguished Budget Presentation Award.

Work with the Alio support team and the campuses to develop a way to enter all budgets into the accounting system at the beginning of the fiscal year.

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Reduce and consolidate the number and type of fees collected, establish an accurate and dependable system for assessing the fees, and provide online payment options to reduce the amount of cash handled by staff.

Reorganize warehouse operations and eliminate the supply function by implementing campus-level supply ordering and delivery direct from vendors.

Implement an automated time accounting system that has an automated interface with Alio to ensure that time worked is accurately recorded and paid for all groups and categories of employees.

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Enlist the services of a financial analyst to assist Richland Two in making investment decisions.

Engage the services of an actuary to determine the amount of annual contribution required to cover past and future Workers’ Compensation claims.

Contract with a third-party administrator to administer the district’s §403 (b) Plan, and share the cost of these services with the plan participants.

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Create a centralized fixed and controlled asset accounting system and related procedures and forms that not only fulfill financial and accounting requirements, but protect district assets and enhance accountability.

Collaboratively develop a plan for increasing high school meal participation, including an examination of the number and length of the lunch hours.

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Human Resources ManagementHuman Resources Management

Commendations

Focusing on and delivering high quality customer service as evidenced by Evergreen survey results.

Developing a procedures manual for its human resources operations.

Making a commitment to the transition to electronic personnel files.

The implementation of Alio ERP for human resources.

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Remove the Administrative Services unit from the Human Resources Department.

Terminate the relationship with the Human Resources Consultant and distribute any related position control tasks to existing staff.

Develop key performance indicators, monitor performance results on a regular basis, and provide an annual report of accomplishments to the Superintendent and School Board for the human resources function.

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Adopt a clear and well-defined administrative rule on salary supplements, and create specific parameters for each supplement provided.

Develop a succession plan to ensure continuity of services in Richland Two.

Conduct a comprehensive compensation and classification study at least every five years.

Implement a plan to phase out working retirees.

Set a goal of reducing summer extra duty pay by 50 percent for teachers in the coming fiscal year.

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FacilitiesFacilities

Commendations

Its steadfast use of a facility master planning process with a ten-year horizon and annual updates.

Its traditional commitment to soliciting input from building users during the early programming and design phases.

Its well-considered design standards.

Its excellent management of change orders, resulting in a typical performance below two percent of construction cost.

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Its commitment to preventive maintenance by operating two Preventive Management (PM) Teams that have saved the district millions of dollars.

The consistent state of cleanliness in its school facilities.

Its efforts to keep energy use below nationally accepted ratios and benchmarks.

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Establish an Agency Selection Committee for the qualification-based selection of Architectural Engineering (A/E) and Construction Management (CM) firms.

Reduce the number of portable classrooms and replace the remaining portables with more energy-efficient, better-constructed units.

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Change the work request process to require the generation of work orders reflecting accurately the work that was accomplished, the time spent, and any equipment or supplies purchased for completion.

Restructure the Community Use of Facilities policies and procedures to significantly increase income to the district.

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TechnologyTechnology

Commendations

Having a comprehensive, strategic Technology Plan that provides direction in terms of overall vision, action planning, monitoring progress, and focusing of efforts and resources at both the district and school levels.

Having technology hardware and software standards and procurement controls/support in place.

Bringing the student and ERP systems online, at the pace this was done, and with the level of success as reported by users and administrators.

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Restructure the current Project Leadership Team to be more proactive and involve all key players in planning for new or upgraded system implementations and integration.

Maintain technology assignments to specific schools for longer periods (at least 3-6 months), and cluster the sites to minimize mileage and travel.

Relocate the Accountability and Evaluation Unit to the Planning Office and to the Academics Office.

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Develop a formal, approved IT disaster recovery/business recovery document to provide specific guidance on steps necessary to limit the impact of a disaster.

Establish a process for re-use, re-deployment, or re-sale of computer or technology equipment no longer used, but fully functioning.

Standardize SharePoint web development and templates for school, department, and services websites, including teacher and curriculum resource/learner support websites.

Schedule IT services during the summer for the start-of-school preparations and support.

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TransportationTransportation

Commendations

An innovative and responsive program enhancing activity buses and bus driver availability to support field trips and extracurricular activities.

Maintaining an excellent Training and Safety Program for transportation employees.

Assigning an adequate number of students on school buses and making prudent use of passenger seating on school buses.

The installation and use of radios and cameras on school buses.

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Examine each school’s loading and unloading plan, and determine if it meets safety and efficiency standards set by the district.

Enforce pre- and post-operations maintenance checks by bus drivers at the Spring Valley hub, emphasize the importance to conduct this required procedure, and not to leave busses running unattended.

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Secure fuel operations and security at the Spring Valley fuel pump used by warehouse and ground support personnel.

Install oil-water separators at all three vehicle parking hub facilities.

Improve student discipline on school buses.

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Safety and SecuritySafety and Security

Commendations

Its design and operation of a highly effective safety program.

Its use of state-of-the-art entry screening technology.

Its pro-active security at large sporting events attracting many students and visitors from other districts.

Maintaining a Security Officer Program to keep schools secure and safe.

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Safety and SecuritySafety and Security


Expand the Safety Officer’s position to full-time status and prepare a succession plan.

Train all building users to be safety conscious.

Reconfigure the Support Service Center lobby to create a secure entry with a screening device identical to those found in schools.

Outsource security services to a private security company.

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Potential Fiscal ImpactPotential Fiscal Impact

Costs/Savings

Years

Total 5-Year

(Costs) or Savings

One-Time

(Costs) or

Savings

2011-12 2012-13 2013-14 2014-15 2015-16

TOTAL COSTS

($500,986)

($771,901)

($1,052,816)

($2,243,731)

($2,475,463)

($7,044,897)

($546,500)

TOTAL SAVINGS

$9,362,875

$12,722,432

$13,668,957

$14,086,815

$14,796,532

$64,637,611

$214,000

TOTAL NET SAVINGS

$8,861,889

$11,950,531

$12,616,141

$11,843,084

$12,321,069

$57,592,714

($332,500)

TOTAL FIVE-YEAR NET SAVINGS MINUS ONE-TIME COSTS$57,260,

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Questions?

Evergreen Solutions, LLC2852 Remington Green Circle, Suite 101Tallahassee, Florida 32308850.383.0111850.383.1511 faxwww.ConsultEvergreen.com

Thank You!Thank You!

A Presentation on the Organizational Effectiveness and Efficiency Study

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